January/February 2022

January/February 2022

ADVOCACY. SERVICE. INNOVATION.

Columns & Features In This Issue Legislative Preview 2022: Public Safety, Cityhood and Bonds | Virtual Meetings Part of New Normal Choosing Trust and Communication | Visionary City Awards 2022

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Table of Contents FEATURES LEGISLATIVE SESSION PREVIEW.................................................................. 5 VIRTUAL MEETINGS CREATE NEW NORMALS FOR CITIES.............................. 20 VISIONARY CITIES AWARD WINNERS........................................................ 40

CITYSCAPES......................................................................................................13 + GMA President: Choosing Trust and Cooperation + GMA Executive Director: Legislative Advocacy Is a Team Sport + Expert Editorial: Common Sense Annexation Policy

CITY DESK.........................................................................................................18 + City Spotlights: Iron City, Georgia + Augusta Passes Non-Discrimination Ordinance + Firefighter Cancer: 2021 Incentive Winners and 2022 LGRMS Action Plan

INSIDE GMA..................................................................................................... 26 + Training: 2022 Training Schedule + LOST Training Class + GeorgiaForward Update: Young Gamechangers class + 2022 Embrace Programs Overview + Georgia City Solutions Update + Building Up the “Bench” + Innovation: 50 Tips for Newly Elected + New Mayors Mentor Meetings Recap

ADDITIONAL + Towns & Law: Buckhead City A Redistricting Nightmare......................................44 + Federal Focus: How Cities Are Putting COVID Relief Funds to Work......................46

CITYLITES......................................................................................................... 48 + Fairs & Fests + Georgia Gem: Sweetwater Creek State Park

FOLLOW GMA ON SOCIAL MEDIA: Facebook & LinkedIn: Georgia Municipal Association | Twitter: @GaCities

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GEORGIA MUNICIPAL ASSOCIATION

Legislative Preview There is a lot of uncertainty ahead in 2022. Like every year, though, the Georgia Municipal Association (GMA) will be in Atlanta, communicating the priorities of Georgia’s cities to the legislators.

The core issue for GMA is home rule and local control. Julie Smith has been the mayor of Tifton for six years and is the chair of the Legislative Policy Council (LPC) for GMA. As a mayor, Smith has a particular understanding of the importance of home rule.

“Local government is the closest to the people — as local leadership, we see our constituents at the grocery store, at church, in the school pick up line — we are available and accessible to those we serve. We know our communities and the challenges or opportunities that impact us all on the local level,” Smith said. “Because of this strong relationship with our residents and businesses, we as local officials know best the ways to serve and have the greatest impact. Home rule allows local government to serve local constituents.”

One of the issues that has carried over from last year is increasing truck weights allowed on city streets. House Bill 496 and Senate Bill 118 would allow companies to buy permits to haul heavier loads on city streets. GMA is concerned about the wear and tear on city infrastructure but also general road safety. The bills were proposed last year and neither made it out of committee. Sen. Frank Ginn (R-Danielsville) is watching the bill in the Senate.

“I will continue to work with my colleagues to improve our transportation system where we strike the right balance of truck weights to the cost of wear and tear on our bridges and pavement structure to minimize the cost to our Georgia citizens,” Ginn said.

Over in the House, Rep. Rick Jasperse (R-Jasper) is also hoping to find the right balance.

“We want to see if there is any possible common ground and see how we can come together on this issue,” Jasperse said. “We want to find what is safe and reasonable to help each other. Sensible people will sit down in committee and judge whether something is safe or isn’t.”

Besides the infrastructure of cities, the boundaries of cities are another important regulatory question. A recent House Study Committee on Annexation was formed to look at updating this section of code that has not been updated since

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it was first enacted in 2007. Rep. Victor Anderson (R-Cornelia) was the chair of that committee. GMA is concerned that some of the rules could negatively alter the way cities grow their boundaries.

“Annexation is a useful and often necessary tool in economic and residential development.

After four informational hearings of the study committee with numerous presentations, input from dozens of stakeholders and the final meeting which resulted in a detailed discussion of the content of our final report, we have made several suggestions which may be incorporated in bills to be introduced this session,” said Anderson. “I look forward to working with GMA and other groups to make this process even better and help keep Georgia the No. 1 state for doing business!”

A near perennial issue GMA keeps it eye on these days is possible preemption legislation that could overrule local regulation on short-term rentals. Rep. Ron Stephens (R-Savannah) has seen the impact of short-term rentals in Savannah and on Tybee Island, and knows how important it is for cities to be able to regulate these types of places.

“I understand realtors want to push this, but it never goes anywhere because those of us opposed hear from our district residents,” Stephens said. “That’ll never go anywhere as long as I’m here. The chance of it making it through is zero.”

One issue GMA is watching closely that will be making plenty of news throughout the session, and maybe national news, is the possible vote for Buckhead City and its de-annexation from the city of Atlanta. Rep. Betsy Holland (D-Atlanta) represents the area and is troubled about the proposal.

“The proposed incorporation of Buckhead [City] is being introduced in the legislature by elected officials who neither reside in nor represent the community of Buckhead nor any portion of the city of Atlanta,” Holland said. “Local leaders

are opposed to the initiative, but it is gaining momentum in the legislature with sponsors who will not be responsible for answering to the people of this community.”

Separating Buckhead from Atlanta could cause a myriad of complicated issues for both the city of Atlanta and the new Buckhead City.

“The idea of de-annexing a neighborhood from an existing city is essentially unheard of in the state of Georgia — we have no precedent for the impact on future bond ratings across the state to its impact on the state’s ability to attract new businesses,” Holland said. “While the community of

Buckhead may have real concerns about public safety and other city services, seceding from the city of Atlanta will potentially complicate those issues and simultaneously create new ones.”

“GMA gives each of Georgia’s 537 municipalities the advocacy and voice we need to keep state and federal control at bay,” added Mayor Smith. “GMA through communication and education gives each community their voice to be who they are, respectful of their history, their geography, their industry and their citizenry. Local is best served by local, and GMA understands and supports these efforts.”

LEGISLATIVE PREVIEW

Local Engagement Boosts Public Safety ON OCT. 20, 2021, DURING A SENATE’S Public Safety Committee hearing at the Georgia State Capitol, Atlanta Police Chief Rodney Bryant stated, “[p]ublic safety is the responsibility of the public. The more we’re engaged, the safer it will be.” This statement reflects a reality across Georgia and across the nation. Nationwide, cities saw an increase in crime throughout the COVID-19 pandemic. Simultaneously, city officials in Georgia, and around the nation, were addressing police reform in the aftermath that ensued when video emerged of police officer Derek Chauvin pressing his knee against the neck of George Floyd, killing

him. Resulting from this convergence has been a recognition that Georgia’s cities will not arrest their way out of the crime problem. Rather, it will take an inclusive and engaged public, along with strategic partnerships between state agencies and local officials. With this engagement, cities may develop solutions that best address issues of crime and reform.

Aside from public support, cities stand to benefit from a supportive state government. Public safety is a local issue, and thus response to crime is typically local in nature. Thus, preemptive state action, over local budgeting for example, could

January/February 2022 | gacities.com 7

hamper innovative public safety initiatives. For instance, a city may determine it is in the public’s best interest to allocate funding towards mental health services to provide resources and response teams to engage with citizens who are facing a mental health crisis. If this allocation required a deduction in dollars budgeted towards traditional law enforcement, the benefit would be the additional resources given to address a legitimate purpose: mental health services to citizens. Locally elected officials need this type of flexibility in decision making, and it should be left to local governments to determine the best route forward, along with, ideally, a supportive state government.

Mental health services in public safety not only benefit members of the public—it benefits public safety officers. In 2019, Georgia established the Office of Public Safety Officer Support (OPSS)— its motto, Serving the ones that serve Georgia.

Lt. Col. Stephanie Stallings of OPSS states, “[this office] provides a crucial support system to first responders and public safety officials throughout Georgia.” It is OPSS’s mission to mitigate the potential psychological impact that critical incidents or traumatic events can have on the members of the Georgia Public Safety community; and the office strives to provide the necessary support GMA’s governmental relations team gathers outside the Gold Dome

that officers and first responders need to help alleviate the reactions to critical or traumatic events.

Currently, OPSS has five peer counselors who are responsible for counseling the thousands of public safety officers throughout the state, covering roughly 30 counties per each counselor. Increased state funding would provide the opportunity to growthe number of counselors working with public safety officers expand resources, all to better serve the men and women who respond to our calls for help.

Chiefly, public safety policy remains a local issue. Cities have dealt with the challenges of addressing a novel pandemic, an ensuing rise in crime, and community demands for police reform. Yet, challenges present opportunities for innovation. With public and state support, cities can generate effective and responsive public safety policies. Recognizing that crime is a complex problem and will require a multitude of solutions.

State resources and partnerships will be necessary for related efforts, such as providing mental health services to citizens and public safety officers. Thus, an engaged public and state government will serve to make Georgia cities a great place to live, work and play. As Chief Bryant said, “the more we are engaged, the safer it will be.”

LEGISLATIVE PREVIEW

No Time to Downgrade

BY BAKER OWENS

The name’s bond — municipal bond. Now more than ever, cities call on their states to refrain from activities that would be adverse to a city’s fiscal health, ensuring a municipality’s license to sell.

SINCE THE EARLY 19TH CENTURY, THE issuance of bonds by government agencies has been a key strategic element in the development of infrastructure (i.e., water and sewer infrastructure, public buildings and facilities, roads). Bonds have a strong historical tie to economic development in cities. The first ever municipal bond offering in the U.S. was in 1812, with New York City issuing a general obligation (GO) bond to finance the development of a canal. In Georgia, bond issuances have led to some of the state’s largest economic development projects, including $1.5 billion worth of bond transactions in 2011 to finance the completion of the Maynard H. Jackson International Terminal at Hartsfield-Jackson, and $425 million of bond issuance in 2021 to fund infrastructure projects at the Port of Savannah.

Once issuance of a bond has been approved by a city or approved in local referendum, the process of bringing the bond to market begins. This process is assisted by an underwriter, a bond counsel, and a municipal advisor, who work to provide

an official bond statement, a legal opinion, and a notice of sale. What can be a point of contention, are the service fees paid to financial organizations as they – as intermediaries – take bonds to market. Financial organizations negotiate with cities for the opportunity to sell the bond opportunity, and once a municipality accepts a financial organization, the bond is taken to market. Each official statement provides detailed financial information about the issuer (municipality) and the bond offering. These statements allow ratings agencies (i.e., S&P Global, Moody’s) to understand how key quantitative and qualitative risk factors translate to a issuers level of default risk, or the non-payment of principal and interest on time. Agencies may also rely on information not found in official statements, such as interviews with the bond issuer’s management staff. Presented in Figure 1 is the scorecard for Local Government GO Debt by Moody’s; the scorecard is a tool that provides a composite score of a local government’s credit profile based on a set of weighted factors.

January/February 2022 | gacities.com 9

Economy/Tax Base 30% • Tax Base Size (full value) 10% • Full Value Per Capita 10% • Wealth (median family income) 10% Finances 30% • Fund Balance (% of revenues) 10% • Fund Balance Trend (5-year change) 5% • Cash Balance (% of revenues) 10% • Cash Balance Trend (5-year change) 5%

Long term ratings are assigned to debt obligations with an original maturity of 11 months or more, while short term ratings are assigned to debt obligations with an original maturity of 13 months or less (Figure 2). While rating agencies provide an initial rating on an offering, the level of risk is continually assessed throughout the life of the debt obligation. Changes to a bond’s rating throughout its life, are called “upgrades” or “downgrades.”

Rating agencies characterize changes to the factors identified in Figure 1 as either credit positive or credit negative.

Management 20% • Institutional Framework 10% • Operating History 10% Debt/Pensions 20% • Debt to Full Value 5% • Debt to Revenue 5% • Moody’s-adjusted Net Pension Liability (3-year average) to Full Value 5% • Moody’s-adjusted Net Pension Liability (3-year average) to Revenue 5% Source: Moody’s Investor Service

Figure 1

The factors in Figure 1 detail the level of risk associated with the purchase of bonds as a financial instrument for both institutional as well as individual investors. Completion of a risk assessment on a bond by a rating agency results in a rating. The ratings (Figure 2) provide a succinct evaluation which investors can utilize to assess the credit quality of an issuer, protections afforded by established cash flows, liquidity of supporting assets and marketability of the bond as an instrument.

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Source: Moody’s Investor Service

Figure 2

Larger municipalities tend to hold a larger amount of debt and pension liabilities. This makes sense as large cities often require more infrastructure and

capital assets to ensure service delivery. Rating agencies look to managerial measures (institutional framework, operating history) when assessing the level of risk associated with debt carried versus offsetting revenue and the potential avenues for additional revenue (increased, new tax). Heightened uncertainty in any of the identified weighted factors would be reflected in a rating downgrade and hence a less attractive investment opportunity.

The management factor, which encompasses 20% of the scorecard in Figure 1, is arguably most important as the institutional framework and operating history of an issuer underpin all the other factors. The institutional framework credit factor reflects the agency’s views of the legal and practical environment that local governments operate in. Legislation from state houses that negatively affect city economies, tax bases and reserve capacities set un-appealing precedents for rating agencies. Such decisions are seen across the board as credit negative factors for prospective and present issuers.

The 2008 recession and the ongoing COVID-19 pandemic have levied unprecedented financial burdens onto cities, with decreases in revenues of all types, deflated economic outlooks and inflated liabilities. Now more than ever, state governments should be looking to support their cities, allowing for diversification in revenue collection methods, protecting cities’ tax bases and avoiding legislation that would be averse to a city’s fiscal health. Severing a large tax base like the city of Atlanta’s and having to confront overlapping debt obligations would create profound uncertainty and risk – not least, of impending political and legal battles – in the eyes of investors.

This, along with a lack of support for cities, can and will result in lower credit ratings statewide and would in turn make it harder for cities to

attract dollars for much needed capital improvement projects due to raised borrowing costs.

Since the dawn of our nation, cities have acted as the engines driving economic expansion, and as each of the 537 cities in Georgia forge ahead, the state should look to provide a quantum of solace for their chartered partners.

Authors Noah Roenitz, Legislative Outreach Associate, nroenitz@gacities.com Claire Chan, Research Analyst, cchan@gacities.com Expert review Dr. Justin Marlowe, University of Chicago, Harris School of Public Policy.

ADVOCACY IN ACTION:

GMA Wants to Hear from You GMA’s legislative staff is listed below. Please feel free to direct all questions or comments on legislation during the session to members of this team. By accessing GMA’s Policy Center website, the legislative point-person for each of the tracked bills pending at the capitol will be indicated in the GMA legislative tracking system.

Tom Gehl Director of Governmental Relations tgehl@gacities.com 678.686.6247-office • 404.444.8900-cell

Charlotte Davis Deputy Director of Governmental Relations cdavis@gacities.com 678.686.6291-office • 404.561.8636-cell

Ryan Bowersox Governmental Relations Associate rbowersox@gacities.com 678.855.0763-office • 404.640.6590-cell

DeMetris Causer Governmental Relations Associate dcauser@gacities.com (678) 686-6238 - office | (470) 656-3242 - cell

Rusi Patel General Counsel rpatel@gacities.com 678.686.6210-office • 404.821.2251-cell

Noah Roenitz Legislative Outreach Associate nroenitz@gacities.com (678) 528-0395 - Office | (470) 734-7182 - cell

Emily Hirst Assistant General Counsel ehirst@gacities.com 678.686.6211-office • 404.217.7456-cell

CITYSCAPES

Choosing Trust and Cooperation

BY JIM THORNTON , GMA PRESIDENT

Happy New Year!

AT THE BEGINNING OF THE NEW year, we all look forward to wonderful, new and exciting opportunities for our cities.

The new year will bring with it hundreds of new local officials in cities across Georgia.

One of the first items on our agendas will be to install these new mayors and council members.

As we prepare for the new year in our cities and at GMA, I would like to congratulate these new elected officials and extend to them a hearty welcome into the family of GMA. I remember when I joined the LaGrange City Council in January 2010, and then when I took office as mayor in 2014. I assumed office with a lot of excitement about the possibilities for my city. I had campaigned primarily on the themes of economic development and growth, and those would be my first agenda items. I quickly learned just how complex city governments are, how much work is done by our staffs, and how important it is to work cooperatively with other city officials and staff members.

I have found over the course of the ensuing years that serving as a local elected official is extremely rewarding, because you can actually experience tangible results of your work and time in office. I’ve also found that serving is extremely hard work and requires tremendous dedication.

Fortunately, GMA has been there to help.

From the first class in Athens as part of the newly elected officials training, to the ongoing training classes, policy committee meetings, and convention sessions, I have personally benefited from GMA. Those opportunities have both broadened my perspective and deepened my understanding. I can truly say that I am a better local elected official today because of the support I’ve received from GMA. As a local official, I’m not the only beneficiary of the services provided by GMA. My city and my city’s residents are the ultimate beneficiaries. I am grateful to GMA, and I also want to encourage each of the newly elected officials to get involved and see for themselves just what a fantastic resource GMA is.

The officers and board of GMA recognize that GMA is fundamentally a membership organization, and we exist to serve our members. I hope all members will take advantage of our resources, and I also would encourage any member who has a suggestion for additional services, training opportunities, or advocacy initiatives to share those with the GMA officers and staff.

I want to wish all of our GMA members and officials a happy new year, but I especially want share best wishes for all of you who are newly elected officials.

You have begun a great journey with endless possibilities, and always know that GMA is here to support you, to equip you, and to encourage you along the way.

January/February 2022 | gacities.com 13

Legislative Advocacy Is a Team Sport

BY LARRY HANSON, GMA EXECUTIVE DIRECTOR

With the new year upon us, that means the Georgia General Assembly is back in session. The 40-legislative day session began on Jan. 10, and will certainly be an interesting one in this election year.

WE BEGIN THE SESSION WITH 900 bills carried over from 2021 which could be acted upon. With potentially 2,000 total bills and resolutions this year, you have the makings of a busy and active session with much to keep track of. That is where GMA is here to support you.

Our governmental relations team, led by Tom Gehl, along with team members Charlotte Davis, Ryan Bowersox, DeMetris Causer and Noah Roenitz, with legal support from Emily Hirst and Rusi Patel, have been hard at work for many months preparing for the session. Their work takes place year-round and includes attending and monitoring study committee meetings, scheduling individual meetings with legislators and working to build and strengthen relationships to make us more effective and successful. They are ready to advocate for all 537 cities and support key pieces

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of legislation that will benefit cities and work to stall, mitigate or defeat bills that are harmful or negatively impact cities. Just as the Georgia Bulldogs had to play great offense and defense to win a national championship, we must do so as well.

But offense and defense can’t win championships without special teams — and that includes the entire team, and not just those leading the effort. That is where our GMA members come in. You all represent the special teams, and it is your participation on the team that determines our success. It is the relationships you build and maintain all year, your weekly interaction with your delegation members, your willingness to show up when needed to make a key stand on a bad bill, or provide a strong goal line stand on the floor. Success occurs when we all pull together, practice and prepare well and willingly come in the game to do our part when called upon.

To have a successful session, we need the help and support of all members. Prepare yourself by reviewing the playbook each week. The Gold Dome Update is your source for updates on key bills and requests for support on opponent bills for the upcoming week.

Emails and calls to delegation members are necessary to educate them on the nuances of bills and how they affect your city and all cities. Communicating with our governmental relations team on these conversations and emails helps us be prepared and know who we can count on, who needs more information and who is firmly opposed.

Your visits to the capital are also key to our success. Your delegation members want to hear from you and are influenced by your voice and your position.

Our greatest success is when we work together, and

our team helps prepare you with talking points and is with you as needed on your visits at the capital. Please come and park here at your GMA headquarters in our comfortable parking deck and grab a cup of coffee before you head over. I believe the team that wins is not the one with a few superstars, but it’s the one that is truly a team and works together and plays together to achieve success without concern about credit, but instead about results. If we are laser focused on the issues, and prepare well and play as a team, we can and will prevail on important legislative matters and deliver championship results for our cities.

We need your commitment to the GMA team. Can we count on you in 2022?

Thanks for all you do in service to your cities and to GMA.

F O X T H E AT R E I N S T I T U T E

EMPOWERING HISTORIC THEATRES IN GEORGIA Dixie Theatre

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$252,000 IN GRANTS The Fox Theatre Institute is a catalyst for positive change in the community as it pays it forward, helping other artistic and cultural institutions renew, reinvigorate, and restore. Offering financial, operations, and restoration mentoring is at the heart of our efforts to stimulate Georgia and the region’s local economies.

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Rylander Theatre

FIGHTING FOR COMMON SENSE ANNEXATION

BY ROBERT L. ASHE III, BONDURANT, MIXSON & ELMORE AND JENNIFER L. PETERSON, PARTNER, BONDURANT, MIXSON & ELMORE

Over the last several years, I have represented multiple Georgia cities in contested annexations, both in court and in arbitration.

WHILE I WOULD be the first to admit that both the Fair Annexation Act and specifically its annexation arbitration process could use some fine-tuning, that revision process shouldn’t turn into a backdoor effort to discourage and deter annexations.

Throughout America, as property owners seek higher levels of service for themselves, and as their communities get denser and seek more development, the typical path has been from county government to incorporation, either through the creation of new cities or the expansion of existing ones. Georgia’s history is no different, and the evolution of Georgia law reflects that. Throughout the 20th century, and into the 21st, Georgia law has consistently put the rights of property

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owners at the top of the list of the set of interests balanced in Georgia’s annexation laws. That’s why it’s so hard to annex property without the overwhelming, if not unanimous, consent of the property owners.

That focus on the rights of property owners, including their rights to seek to improve the economic productivity of their property, is why the annexation arbitration process shouldn’t be used to make annexations significantly more expensive, more time-consuming, or downright impossible. Unfortunately, some of the “reforms” now being pushed seem to do just that.

We can and should agree on common-sense reforms that make the process better. Those include things like improving the training and resources of the decisionmakers, clarifying what rules of evidence apply, having statewide reporting and greater clarity about how the law is being applied, and specifying

which of the parties’ expenses can be awarded by the panel. But other proposals seem intended to make annexation harder, or to address county-specific issues on a statewide basis.

For instance, some proposals would “fix” problems that rarely occur. Very few annexations move property from one school district to another. (That only happens when the annexing municipality has an independent school system). So, why amend the annexation arbitration statute to give all school systems the right to intervene in all annexation disputes? For the same reasons that Georgia doesn’t give school systems veto rights over rezoning and community development generally, it is a bad idea to multiply the issues and parties to these arbitrations. The only guaranteed result from such an expansion of the number of issues and parties is to drive up the time and expense involved.

Similarly, many of the complaints certain counties are raising about annexation are really complaints about specific development authorities’ incentive decisions. But isn’t the appropriate place to address such concerns in the development authority laws, rather than rewriting Georgia’s annexation statute in ways that make disputes both easier to raise and harder to resolve?

Lest anyone think I’m just a municipal hack, my perspective on this is shaped by hard-won experience.

Some, but not all, of the annexation disputes I’ve been involved with have touched on legitimate concerns.

In those instances, the current annexation arbitration process has helped force resolution of at least some of those concerns. But I’ve also seen the current process badly misused by counties simply seeking to obstruct, delay, and drive up costs for the cities and property owners.

For example, in one recent arbitration Jennifer and I tried on behalf of a city in metro Atlanta, the fact that the arbitration was happening and could result in land use restrictions encouraged the property owners to clarify their redevelopment intentions, and

to formalize those intentions to address some of the county’s concerns. Chalk that up as a positive to the current framework.

But in the same dispute, the county filed objections based on school system revenue, even though the statute doesn’t permit such objections, and the property (and revenue) weren’t leaving the county school system. The county also objected based on hyperbolic projected impacts on its sewer system. But the county eventually was forced to admit that since the county owned the entire sewer system and controlled tie-ins to it, the annexation wouldn’t have any effect on it either.

Finally, the most aggravating part was the property owners’ uncontested testimony that the local county commissioner had enthusiastically supported the redevelopment plans—until annexation was proposed.

It was only after the district commissioner learned that the project would be in a city rather than in his bailiwick that he “realized” it would “materially” burden the county’s infrastructure. The city and the property owners spent the better part of a year and hundreds of thousands of dollars in attorneys, experts, and delays dealing with what was – at root – the county commissioner’s petulance that the property owners picked the city as their development partner, not the county.

Hopefully, the Georgia General Assembly will not act in ways that further such naked gamesmanship.

Georgia’s annexation laws are the result of decades of discussion, debate, and ultimately compromise by Georgia’s local governments. Yes, let’s update those laws to deal with problems we’ve discovered along the way. But rather than pursuing one-sided changes that will only make disputes more likely and more expensive, let’s focus on the reforms that will enhance the process for cities, counties, and property owners. Then when inevitable disputes do occur, there’s a clear, efficient, and consistent way to resolve them. Those reforms would benefit not just some Georgians, but all.

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CITY DESK

Augusta’s New Non-Discrimination Ordinance

BY ALIA HOYT

The city of Augusta is a big draw for people from around the world, whether for jobs as part of the area’s booming cybersecurity industry or tourism, thanks to the annual Masters Tournament.

WITH ALL OF THIS GROWTH GOING ON, THE last thing city officials want is for anyone to feel threatened on the basis of race, gender, religion, sexual orientation or anything else. To that end, the city recently joined a handful of other Georgia’s cities with the passage of a non-discrimination ordinance, designed

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to give a voice and opportunities for real, substantive action to anyone in need. The ordinance was adopted in November 2021.

Although Augusta is certainly known as a friendly and increasingly progressive city, there’s always room for improvement. So, when city officials learned that a

local woman was harassed about her hijab at work, it became clear that there should be a safe and reliable option to report these types of complaints.

“Our hope is that this ordinance will help foster a city of inclusivity, not exclusivity,” said Mayor Hardie Davis, Jr. “Augusta is not only open for business, but also for people from all walks of life.”

Making the Bill Most significant change is inspired by some sort of inciting event. Following the hijab incident in 2019, Davis took an “enough is enough” approach, doubling down on his desire to “create a city of opportunity for all of our residents.”

The initial bill draft was put together, and Commissioner Francine Scott was appointed to shepherd the effort along to completion.

“If we want to continue to move into the future as an international city we need to have protection in place for anybody who comes to Augusta,” Scott said. “They should be able to live freely, without fear of discrimination.”

From the very beginning, the city brought in key local stakeholders for input on the bill. The group included representatives from faith-based organizations, members of the LGBTQIA community and even people from other cities that had enacted similar legislation.

The input of this group helped form the first draft into a living, breathing document, rife with potential.

How the Bill Works Beginning the date the bill is signed, anyone who believes they’ve been discriminated against will have clear and specific means to rectify the matter. First, the person should file the complaint with the city. There is a $50 filing fee, but the fee can be waived if the person cannot afford it.

“You can still file the grievance, regardless of ability to pay,” she said.

A hearing officer and a nine-member rights and relations panel then review the complaint, and the matter is discussed with all parties involved to determine how it should best be handled.

Indeed, the tone is a key component of the legislation.

“It is not an attempt to be punitive in nature, but rather conciliatory,” Davis said.

Previously, mediation for matters like this didn’t exist in Augusta. Now, the ordinance provides individuals, groups and businesses an opportunity to have their voices heard at a local level.

“To come together and seek to reconcile, that’s the goal,” Davis said.

At the same time, the bill sends a firm, clear message that discrimination of any kind has no place in Augusta.

Community Reaction to the Ordinance So far, community reaction has been overwhelmingly positive to the anti-discrimination ordinance. This is likely due in large part to the transparency of the bill creation and drafting process. All meetings were public, which gave anyone invested in the process the opportunity to be a part of the solution.

Other cities interested in launching similar legislation can take a tip or two from Davis.

“Be very public in your efforts about why this is important, and talk about it from the perspective of inclusivity and equity,” he said. “We want inclusive cities where people have equal opportunities to serve, live, work and raise their families without fear of discrimination.”

Perhaps most importantly, “Believe in what you put forth,” Scott said. Words to live by, indeed.

January/February 2022 | gacities.com 19

VIRTUAL MEETINGS FACILITATE RESILIENCY

BY NIKKI PERRY

Thanks to state legislation passed last spring—with support from GMA—cities have found efficient ways to conduct “business as usual” through virtual public meetings.

HOUSE BILL 98, INTRODUCED BY REP. EDDIE Lumsden, R-Armuchee, provides for public meetings and hearings to be held by teleconference in case of state or local emergency. The legislation was

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supported by both GMA and the Association of County Commissioners of Georgia. It also allows members of a governing body to participate virtually if unable to attend an in-person meeting due to health reasons.

Previously, purely virtual public hearings were not perAvondale Estates has invested in technological immitted under state law. For Georgia’s cities, HB 98 alprovements to its commission chamber, adding camlowed governments to hold zoning hearings, budget eras to capture all aspects of the meetings. Bryant said hearings and other essential operations. the city plans to continue offering the public a virtual “The work of local govplatform to view and particernments had to go on deipate in the meetings, even “Georgia’s continued spite the pandemic,” said after the public health emerTifton Mayor Julie Smith, who gency concludes. The option reputation as the ‘No. 1 state also serves as GMA’s First Vice allows citizens to be informed in which to do business’ is President and chair of the Legor involved in city government facilitated in large part islative Policy Council. “In orwho may not otherwise have by the ongoing work of der to provide safer options to the opportunity or ability. city governments” conduct rezonings, approve “The more platforms you developments and facilitate have to communicate, the beteconomic activity in our cities, GMA worked to pass ter. Why restrict yourself to communicating only one House Bill 98 which specifically allowed virtual public way?” Bryant said. hearings in emergency situations.”

Georgia’s resilience is reflected in cities who embraced the changes and pressed forward during the pandemic.

“Georgia’s continued reputation as the ‘No. 1 Though the benefits of virtual public meetings are state in which to do business’ is facilitated in large part clear, many cities have chosen not to continue offerby the ongoing work of city governments,” Smith said. ing an online option for public participation. After two Avondale Estates City Manager Patrick Bryant years of experience with Zoom, GoToMeeting, Facesaid the city held only virtual meetings for the first 15 book Live and other common streaming platforms, months of the pandemic; the city returned to virtual most people are comfortable with online meetings meetings with the resurgence of COVID-19 with the and the technology is widely available. So why aren’t Omicron variant. Bryant said the city was able to conmore cities offering virtual public access to in-person duct business effectively via virtual meetings, and the meetings? changes even opened the door for improvements in Hybrid meetings add another layer of logistics and staff communication and efficiency. compliance with open meetings and accessibility reIn between surges, the city made a successful foray quirements. Here are some tips to bridge the gap beinto hybrid meetings—a regular meeting with the optween face-to-face and virtual meeting components: tion for attendees to join through video or telephone conference.

Public communication “The public responded well to that, because they • Include the public in the process for planning had the choice to come in person or join online,” Bryongoing hybrid meetings, to ensure a variety of ant said. “We’ve had plenty of attendance online and needs are met. plenty of questions through Zoom.”

OVERCOMING CHALLENGES OF HYBRID MEETINGS

January/February 2022 | gacities.com 21

•

•

•

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Before the meeting: In the public meeting notification, include instructions for virtual meeting registration, how and when to submit comments online or in person, where to download meeting presentations, and who to contact for technical assistance.

During the meeting: Clearly state participation instructions for in-person and virtual attendees during public hearings. A staff member should be available to handle technical aspects and accept virtual comments, if accepted.

After the meeting: Post video online for on-demand viewing.

Technology • Internet access, computer with speakers and webcam, screen and projector, microphones with feed to virtual meeting platform Staffing • Technical support to manage the virtual meeting platform and accept comments submitted online.

• A staff member registered on the virtual meeting platform as an attendee, to monitor the meeting for issues.

Source: Florida Department of Transportation, “A Guide to Hybrid Public Meetings and Hearings,” https://www. fdot.gov/planning/policy/publicinvolvement/

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City Spotlight

Iron City, Georgia

Iron City can thank some confused postal workers for its name. It was named Brooklyn when it was incorporated in 1900, but soon residents realized that much of the city’s mail ended up in Brooklet, Georgia, more than 250 miles away. When iron ore was discovered while a resident was digging for a new well, it was seen as a sign of great wealth and success to come, and Iron City became the new name.

POPULATION:

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MAYOR:

Ronnie Ingram GMA DISTRICT:

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Currently, Iron City is home to six churches – one for every 52 residents. The oldest, Iron City Baptist Church, was built in 1896. In 1904, the building was moved to the location where it still stands today. The Iron City Methodist Church no longer meets in its original facility, built in 1898, but the building remains standing and is now a historical landmark.

Firefighter Cancer:

2021 Incentive Winners and 2022 LGRMS Action Plan The International Association of Fire Fighters (IAFF) and FCSN have partnered to designate January as Firefighter Cancer Awareness Month.

OCCUPATIONAL CANCER IS THE LEADING CAUSE of line-of-duty deaths for firefighters and you can build your awareness on different fire cancer related topics each week.

Week 1: Scope of Cancer in the Fire Service Week 2: Scientific Research Related to Occupational Cancer

Week 3: Occupational Cancer Prevention Week 4: Survivorship, Leadership and Culture Change The Firefighter Cancer Support Network has five different training module to help cities promote awareness of occupational cancer risk, prevention and survival.

Find resources on firefightercancersupport.org

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2021 Incentive Winners ACCG and GMA have been providing firefighter cancer coverage since 2018. They currently insure over 300 fire departments (118 ACCG, 188 GMA) and 16,000 firefighters (9,200 ACCG, 6,900 GMA) across the State of Georgia. This coverage provides benefits for critical illness, long-term disability, survivors, family care credit, workplace modifications, and travel assistance.

In 2021, LGRMS developed an incentive program to encourage member fire departments to develop a specific cancer reduction SOP/policy and show proof of implementation.

Everyone that applied for the program is a winner, as they are on the journey to reduce the risks of firefighter cancer. The winners of up to $5,000 reimbursement for the purchase of equipment that will assist in the reduction of firefighter cancer risks: The ACCG Winner: Troup County Fire Department Chief Michael Strickland Name/Brand of Washer Extractor Purchased: TBD The GMA Winner: Kingsland Fire Rescue Chief Terry Smith and Captain Charles Roney Name/Brand of Washer Extractor Purchased: New Ready Rack Bunker Gear Washer 2022 Firefighter Cancer Awareness Action Plan LGRMS is working with Lt. David Bullard, GSFA President and NVFC State Director, and Michele Ice, FCSN Georgia State Director, to develop and implement the 2022 Firefighter Cancer Awareness Action Plan. Our focus this year will be on rolling out a train-the-trainer program for the course Taking Action Against Firefighter Cancers.

This course is about two hours and covers all aspects of firefighter cancer risks and controls. Attendees will be provided lesson plans, PowerPoints, and all needed training materials required to train their agencies.

LGRMS will schedule these train-the-trainer courses at multiple locations across the State of Georgia. Dates, times, and locations will be communicated within February of 2022.

LGRMS will continue to use an incentive program to encourage the awareness of hazards and controls surrounding firefighter cancer across the State of Georgia. Thus, we will award two fire departments up to $5,000 in reimbursement, toward the purchase of equipment that will assist in the reduction of firefighter cancer risks (e.g. washer extractor, ventilation equipment, etc.).

Eligibility Requirements: 1. The fire department must be a member of GMA’s or ACCG’s Firefighters’ Cancer Benefit Program.

2. Complete the application.

3. The fire department must have at least one person attend the Taking Action Against Firefighter Cancers train-the-trainer course.

4. Show proof of training documentation – Training must be completed for at least 80% of the department’s firefighters (based on insured population).

5. Application must be submitted by October 31, 2022. Your application should be submitted electronically to Dan Beck of LGRMS at dbeck@lgrms.com.

Link to 2022 Application: https://www.lgrms.com/Resources/LGRMS-Firefighter-Cancer-Awareness-Incentive-Progr/Firefighter-Cancer-Awareness-Brochure_010322_Filla.aspx

January/February 2022 | gacities.com 25

INSIDE GMA

2022 TRAINING DATES FOR THE HAROLD F. HOLTZ MUNICIPAL TRAINING INSTITUTE Feb. 23-25, 2022

April 14-15, 2022

NEWLY ELECTED OFFICIALS INSTITUTE UGA CENTER FOR CONTINUING EDUCATION, ATHENS

TWO-DAY SPRING TRAINING EVENT CALLAWAY GARDENS, PINE MOUNTAIN

March 16-18, 2022 NEWLY ELECTED OFFICIALS INSTITUTE UGA TIFTON CAMPUS CONFERENCE CENTER, TIFTON

April 12-15, 2022 ROBERT E. KNOX, JR. MUNICIPAL LEADERSHIP INSTITUTE CALLAWAY GARDENS, PINE MOUNTAIN

THURSDAY, APRIL 14, 2022 8:30 A.M. - 3:30 P.M. • Creating a Downtown Renaissance: Advanced DDA Training • Service Delivery Strategy – Efficiency & Tax Equity for Local Governments • Water Management—An Introduction for Local Governments 8:30 A.M. - 11:30 A.M. • How to Attract and Retain Young Professionals in Your Town (New Since 2020) 1:00 P.M. - 4:00 P.M. • Human Trafficking: Georgia’s Roles and Response (New Since 2020) FRIDAY, APRIL 15, 2022 8:30 A.M. - 3:30 P.M. • Municipal Law* • Making Citizen Engagement Work in Our Communities* • Money, Money, Money….Money! Funding City Projects and Programs Through Grants and Loans 8:30 A.M. - 11:30 A.M. • Open Records* 1:00 P.M. - 4:00 P.M. • Roles and Responsibilities of Council and Staff*

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June 24-28, 2022

Sept. 20-23, 2022

GMA ANNUAL CONVENTION SAVANNAH CONVENTION CENTER, SAVANNAH

ROBERT E. KNOX, JR. MUNICIPAL LEADERSHIP INSTITUTE BRASSTOWN VALLEY RESORT, YOUNG HARRIS

Training will be held on the following days: FRIDAY, JUNE 24, 2022 SATURDAY, JUNE 25, 2022 (morning 3-hour classes only) TUESDAY, JUNE 28, 2022 (morning 3-hour classes only)

Sept. 22-23, 2022 TWO-DAY FALL TRAINING EVENT BRASSTOWN VALLEY RESORT, YOUNG HARRIS

Oct. 20, 2022 Aug. 22, 2022 GEORGIA DOWNTOWN CONFERENCE MARRIOTT CITY CENTER, MACON 8:30 A.M. - 4:30 P.M. Downtown Development Authority Basic Training 8:30 A.M. - 3:30 P.M. Creating a Downtown Renaissance: Advanced DDA Training

KEY: *

This class is on the required list for the Municipal Training Institute Certificate program. + This class is in the Advanced Leadership Track and is required to earn the certificate of Dedication.

Please track your training progress. City officials are encouraged to log into the GMA website and periodically review their transcript for accuracy and progress towards training certificates. www.gacities.com Visit the Harold F. Holtz Municipal Training Institute’s page on GMA’s website for registration and more information.

8:30 A.M. - 3:30 P.M. MAKING CULTURAL DIVERSITY WORK, GEORGIA MUNICIPAL ASSOCIATION*

Local Option Sales Tax (LOST) Training

Prepare for Your Fair Share With the release of the 2020 U.S. Census data, cities can expect that counties will issue the notice to commence negotiations for the re-distribution of Local Option Sales Tax (LOST) by July 1.

PER STATE LAW, THE TIMELINE FOR THE re-negotiation is as follows: • July 1, 2022: Deadline by which a county must notify the Georgia Department of Revenue (DOR) commissioner in writing that renegotiation proceedings have begun. If the county does not issue the call by that date, any eligible municipality can do so.

• 60 Days Following the Start of Negotiations: Parties must submit to nonbinding arbitration, mediation, or such other means of resolving conflicts if a renegotiated distribution is not reached.

• Dec. 30, 2022: Deadline to file certificate with DOR. If an agreement is not reached, LOST will cease to be collected until a new referendum authorizing LOST is approved.

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Since the agreement reached will likely be in effect for a 10-year period, it is essential for all parties to seek and achieve a fair and equitable LOST distribution for their citizens. To assist cities in this effort, GMA has developed a LOST training program provided by a panel of GMA staff and guest speakers who are experienced in and actively preparing for LOST negotiations. This training will include an overview of LOST, review of negotiation criteria, negotiation requirements and tips, lessons learned from past negotiations, dispute resolution options, and recommended practices.

Don’t miss your opportunity to attend one of the following sessions so that you can ensure your city is prepared for these upcoming LOST negotiations. This training is perfect for elected officials and staff wanting to increase their knowledge of the LOST and negotiation process.

LOST Boot Camp ($200 training fee) Jan. 24 – 25 GMA Office in Atlanta

LOST Regional Training ($50 training fee): Jan. 31: Reynolds Feb. 1: Thomaston Feb. 2: Nicholson Feb. 3: Thomson Feb. 2h: GMA Office in Atlanta March 1: GMA Office in Atlanta March 2: Vidalia March 3: Milledgeville March 7: Cornelia March 8: Rome March 21: Albany March 22: Waycross March 30: Savannah

To register for any of these training sessions, see GMA’s Calendar of Events at gacities.com If you have any questions or need additional information about LOST or this training opportunity, please contact Stan Brown, GMA Member Services Consultant at sbrown@gacities.com.

Young Gamechangers to Make a Difference in Dalton GeorgiaForward’s flagship program, Young Gamechangers (YG) is an immersive and impactful leadership action program that brings together 50 professionals ages 25-40 to help solve the persistent challenges of one Georgia community.

EACH YG CLASS IS COMPRISED OF PARTICIPANTS from the host community, metro Atlanta and greater Georgia, with emphasis on including participants from as many regions as possible.

In addition to leadership development and network-building, YG participants have the unique opportunity to work on local issues with peers who come from very different worlds within Georgia.

A successful Young Gamechangers program is built on three pillars: broad community support and buy-in; a strong and collaborative relationship between city and county government; and an openness to big new ideas.

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Class participants tackle real community and economic development issues with colleagues from across the state, building up civic engagement tools like collaboration, compromise and negotiation.

The Young Gamechangers participants receive expansive, multi-faceted leadership development on three levels: • Traditional training such as networking, personal assessments, and education; • On-the-ground community and economic development training through engaging the real problems and real people of a particular place – and seeing real impact from their work; • Training and practice in critical civic health skills such as a greater understanding and openness to other points of view, building broad alliances, and negotiating across divides.

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Emergency Water Extraction Complete Contents Cleaning Complete Structure Cleaning Corrosion Control Large Loss Capabilities Dehumidification HVAC Cleaning Mold Remediation Industrial Equipment Restoration Antimicrobial Treatments Parts and Inventory Cleaning Soot + Smoke Removal Trauma + Crime Scene Cleaning

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RUOH

Dalton’s Host Committee will present Young Gamechangers with four “challenge questions” addressing significant challenges or possibilities of the community. Each class conducts extensive research to generate big idea recommendations based on the Host Community’s specific needs. They present their recommendations, along with a comprehensive report, at the end of their project. Dalton-Whitfield County has provided the right environment for a successful Gamechangers team.

GeorgiaForward recently selected the 50 professionals from across the state of Georgia to serve on the organization’s 2022 Young Gamechangers (YG) program for Dalton/Whitfield County.

If your community is interested in hosting a future Young Gamechangers program, please reach out to Cindy Eidson (ceidson@ gacities.com) for an introductory discussion.

Previous Young Gamechangers Host Communities are Americus-Sumter County, Dublin-Laurens County, Douglasville-Douglas County, Augusta-Richmond County, LaGrange-Troup County, Milledgeville-Baldwin County, Albany-Dougherty County and Monroe-Walton County.

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EMBRACE WEBINAR SERIES MONTHLY

The EMBRACE webinar series emboldens, educates and nurtures employees, member cities, business, and community organizations to embrace differences and encourage belonging by fostering relationships to advocate community engagement, equity, and inclusion for the betterment of all.

SPONSORED BY

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OFFERED MONTHLY, THE ONE-HOUR EMBRACE training sessions allow participants to listen, learn and engage in discussions and activities centered around diversity, equity, and inclusion. Session topics include education, housing, healthcare, public safety, leadership, local government, community engagement, economic development, and policies and practices.

The EMBRACE webinar series also provides a unique opportunity for companies to be an ally along with the Georgia Municipal Association (GMA) in the crucial work of Diversity Equity and Inclusion (DE&I). By supporting this valuable webinar series, your organization will showcase partnership and leadership in GMA’s DE&I work and connect with city elected officials and city staff.

2022 WEBINAR DATES

FOR MORE INFORMATION

January 18

Nicole Brown

February 15

Email: nbrown@gacities.com

March 15

Phone 678.536.4377

April 19 May 17 June 21 July 19 August 16 September 20 October 18

REGISTER

November 15

Learn more about and register for this monthly, one-hour training session at: www.gacities.com/embrace

December 13

Planning solutions for the present and future Finding answers to the many challenges now facing our cities is critical and urgent.

THROUGH PARTNERSHIPS, COLLABORATIONS AND service, Georgia City Solutions (GCS) gives new expression to GMA’s long-standing commitment to Georgia’s cities, enabling a deeper dive into some of the key issues that hold cities back from reaching their full potential. To that end, GCS wrapped up 2021 with the

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Founders Campaign year-end giving initiative, which raised funds to promote economic mobility as a means of combating intergenerational poverty through three areas of focus which include youth leadership development and engagement, municipal workforce development and equity and inclusion.

We would like to thank the following partners who stepped up and donated to the Founders Campaign at the following levels: Founding Supporter (donated at least $2,500) • Comprehensive Program Services, Inc. • Crews & Associates • Municipal Revenue Services • Nelson Mullins Riley & Scarborough LLP • SSOE| Stevens & Wilkinson

Grants are an important piece of the fundraising puzzle. GCS is honored to be a subrecipient of a health and well-being grant from the Robert Wood Johnson Foundation through the National League of Cities (NLC). This initiative is a collaboration led by the NLC with GMA/GCS, the Atlanta Regional Collaborative for Health Improvement (ARCHI), Neighborhood Nexus and the Georgia Health Policy Center at Georgia State University (GHPC). While the focus area of the grant is Fulton and DeKalb counties, the goal is to facilitate and support a process that can be replicated in other cities to effectively identify key metrics that can improve health and well-being.

Strategic planning is the foundation for charting the course of action to achieve the goals set forth by the board. One of the strategies of the 2021 GCS Strategic Plan is to develop and implement a comprehensive fundraising strategy. This started with the engagement of Coxe Curry & Associates to conduct a feasibility study which wrapped up in the last quarter of 2021 with the GCS Board of Directors receiving the final report.

The objectives of the feasibility study included: • Provide an unbiased assessment of GCS • Develop and test the case for support • Determine early capacity for and viability of a philanthropic fundraising campaign • Develop a plan of action to move forward The board will have a strategic planning meeting on Feb. 11 to refresh the strategic plan and develop priorities for the engagement building plan based on the feasibility study recommendations.

Founding Donor • Coleman Talley LLP

January/February 2022 | gacities.com 35

Building Up the ‘Bench’

BY SARA BAXTER

Gainesville’s Leadership Academy provides city employees with an opportunity to learn valuable leadership skills, setting them up for success.

WHEN STEPHEINE HOOD, GAINESVILLE–HALL County Meals on Wheels supervisor, is delegating duties among her staff and volunteers, she takes into account each of their personalities before assigning a task. When filling a position, she considers how an applicant would fit into the team as a whole. If a conflict arises anywhere in her department, she is ready to handle it.

Hood honed these management skills by participating in the Gainesville Leadership Academy (GLA), a year-long leadership training program that provides current and future supervisors and managers with the skills they need to be effective leaders.

It’s also solving a problem for the city.

“We were losing employees to attrition and retirement and we didn’t necessarily have people ready to take on supervisory roles,” says Bryan Lackey, Gainesville’s city manager. “We wanted to be able to promote from within, but our bench strength was getting low.”

The solution came in the form of GLA, which is the brainchild of Vikki Fox-Wilson, Gainesville’s human resources manager, and Janeann Allison, the city’s administrative services director. They created GLA as a way to improve the leadership skills of current managers

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and supervisors as well as to groom employees to become future leaders. It was a vision they’d worked on for five years, and were finally able to launch the first class in 2020.

Finding a Partner Fox-Wilson and Allison knew this type of program wasn’t something they could develop themselves, so they searched for a company that could provide a leadership training program based on Gainesville’s needs.

“What was critical for us was that a company could provide on-site training and tailor a program to our needs,” says Fox-Wilson. “We also wanted a company that had experience working with city governments.”

Once an outside consultant was selected, was introduced in January 2020 with a class of 30 city employees, all nominated by management. Directors were given a certain number of slots based on the number of employees they had.

“Some were already leaders within their departments, but they didn’t necessarily have the skills they needed to be effective, such as handling personnel matters, interacting with the public and working with

elected officials,” says Allison. “To help them be successful, we taught them the leadership skills we felt were important to know.”

The class met for two months before the COVID-19 pandemic shut everything down. Because the interactive nature of GLA was not conducive to online training, they paused the program until August 2020, and picked up where they left off. After that class graduated, a second class started in summer 2021.

As for the structure of the class – which meets monthly – the outside consultant runs the program in the morning, covering topics that include how to assess personalities, develop and execute strategy, resolve conflict, delegate responsibilities and build trust.

Fox-Wilson and Allison coordinate the afternoon sessions, which feature guest speakers from different departments and often a tour to a Gainesville city facility.

A big part of the program is teaching participants how to utilize a DiSK assessment, which helps determine and identify workers’ personalities and personal attributes, which in turn helps supervisors manage, delegate and resolve conflict.

Hood, who oversees three employees, dozens of volunteers and manages relationships with community partners, says that has been a valuable skill.

“I didn’t realize how important it is to understand different personality types,” she says. “But learning that approach helped me recognize what will motivate each member of my team and the volunteers. I now use their personalities and their strengths to make things work better in my department. It also helps me motivate and encourage them.”

Seeing the Benefits Results of a survey given after the first class revealed that 96 percent of respondents “strongly agreed” or “agreed” that the class was beneficial. Participants enjoyed the networking opportunities as well as classes in servant leadership and building trust and empowerment, according to the survey.

Hood certainly sees the benefits. “I appreciate that the city is investing in me and taking the time to help me learn and give me the tools to be a better leader,” she says. “I feel appreciated and valued.”

The city is also benefitting.

“We are getting better, stronger, well-rounded leaders who are trained on the same leadership skills that are in line with the city’s vision,” says Fox-Wilson.

“They also get a clearer understanding of how other departments work and how their department fits in with the city’s vision.”

Lackey’s advice to other cities is to not wait to undertake something like this.

“If you see a need to do it, do it now,” he advises. “Especially in the competitive environment we are seeing today. You’re offering a path for employees to move forward and to build loyalty and morale, and show them that they have a future. Find a program that meets your needs and invest in it now.”

Graduates of the Gainesville Leadership Academy

INNOVATION

GMA Publications Offer Guidance to Newly Elected Officials Are you a newly elected city official looking for resources to help you better understand your new role?

GMA IS HERE TO HELP. IN ADDITION TO THE three-day state mandated Newly Elected Officials Institute, which will be held Feb. 23-25 in Athens and March 16-18 in Tifton, there are also a couple of publications that can help newly elected officials understand their new role.

Newly elected municipal officials are encouraged to review the Handbook for Georgia Mayors and Councilmembers, available on GMA’s website. The Handbook is a handy reference guide covering topics

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such as building relationships with your fellow elected officials and staff, local government management and forms of government, ethics, service provision, revenue sources, and intergovernmental relations.

By providing this publication as an online guidebook, GMA can update content as needed to reflect changes in the laws and add information about new topics and best practices, so local leaders will always have access to the latest information.

City officials can access the online publication by goThe full list tips can be found at gacities.com under the ing to gacities.com, visiting the Resources tab and seResources tab in Reference Articles, or simply search lecting “GMA Handbooks and Publications.”

“50 survival” in the search bar.

GMA also offers the 50 Survival Tips for Newly The Newly Elected Officials Institute, a state-manElected Municipal Officials. dated training program that GMA provides along with While elected municipal its training partner the Carl Vinofficials attending one of the son Institute of Government “Don’t let the fear of asking a two upcoming Newly Elected (CVIOG), is scheduled for Feb. ‘dumb’ question deter you in your Officials Institute will be pro23-25 (sold out) at the Univerefforts to become a more informed vided a printed copy of the sity of Georgia’s Georgia Cenand more effective elected official” publication, the publication ter for Continuing Education can also be found on GMA’s in Athens and March 16-18 at website. Among the 50 tips, the University of Georgia’s Tifnewly elected officials are encouraged to: ton Campus Conference Center. Registration for the Do your homework (tip 3): By reading the Tifton event is available on GMA’s website under the city’s charter and code of ordinances, along with any Events tab. reports the city manager, city clerk, and/or department heads provide.

Ask questions. Don’t be afraid to ask questions (tip 6): Don’t let the fear of asking a “dumb” question deter you in your efforts to become a more informed and a more effective elected official.

Adhere to your city’s form of government (tip 15): City officials should know and follow the city’s charter, considered the city’s fundamental law, much like the national or state constitution.

Recognize the importance of training (tip 25): GMA encourages all municipal elected officials to take advantage of the excellent training programs available through the Harold F. Holtz Municipal Training Institute. These programs provide opportunities for city officials to network with peers, exchange ideas, and share common concerns. Small city scholarships are also offered.

January/February 2022 | gacities.com 39

Nine Cities Presented the 2022 Visionary City Award

BY CHRIS OBENSCHAIN AND AMANDA COYNE

Nine outstanding Georgia cities have been awarded the 2022 Visionary Cities Award, presented by GMA and Georgia Trend magazine at the Cities United Summit.

Small Cities

TYBEE ISLAND: The city of Tybee Island is home to about 3,000 residents, but hosts more than 6 million visitors annually. The city struggled in the past with racism and discriminatory practices, often regarding its beaches and coast. In an effort to ensure all visitors and residents feel welcome and comfortable in the community, the city council adopted a resolution promoting racial justice and equity.

This will be done through actions including placing historical markers memorializing Tybee’s racial history; adding a comprehensive history of Tybee on the city website, including its racial, ethnic and religious history; engaging a third party for an annual review of city arrest, sentencing and police use of force data; and reinforcing the city’s commitment to diverse and inclusive hiring practices.

RINGGOLD: City leaders were looking for a way to stimulate the local economy without spending an excessive amount of money. By working with the city council, the Downtown Development Authority, Convention and Visitors Bureau, as well as local farmers, businesses, artisans and individuals, they were able to do that by creating the Rabbit Valley Farmers Market.

The market opened in April 2021 to great success. Up to 1,000 people visit the market weekly, and surrounding restaurants and retail shops have reported up to a 30% increase in business when the market is open.

The cost to maintain the market for the city is minimal. It largely includes clean up and grass mowing, most of which would have to be done even if the market wasn’t there. Ringgold plans to continue to expand the Rabbit Valley Farmers market in 2022, with a larger space and more events.

CORNELIA: With its eyes on a successful future, Cornelia has created a Vision Committee to conceptualize action plans for projects that the city has no funding for and do not currently exist. The committee has already created unique ways to accomplish tasks and have turned seemingly impossible challenges into solutions without using city funds.

The committee is a diverse group of residents from various backgrounds. City staff helps facilitate the conversation, take notes and ensure things stay on track. The members of the committee are residents and business owners, all of whom have a vested interest in seeing the visions completed.

To date, Cornelia’s Vision Committee has inspired numerous projects, including recurring downtown beautification, improved signage directing interstate traffic to downtown Cornelia, a new private

THESE CITIES HAVE INCREASED CIVIC ENGAGEMENT, CREATED community partnerships and fostered local pride by implementing innovative programs tackling local issues. The awards are given in three categories: Small (population under 5,000), medium (5,00024,999) and large cities (25,000 or more).

From investing in downtown space and engaging youth in local government to providing resources to those in need and recognizing past wrongs, leaders in these cities took an active role in pushing their communities forward.

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school and a workforce development program for high school students. partners and private developers to create more affordable housing. The city also revised code enforcement ordinances and is working to secure funding to help homeowners make repairs.

Medium Cities ACWORTH: Officials have to engage in a delicate balancing act when it comes to new projects in Acworth. Do you preserve long-standing and historic features or update to modern demands? Through Acworth’s new Parkside District program, city leaders opted to innovate and enhance by protecting the city’s historic character while facilitating smart growth and development.

The Parkside District was conceived 20 years ago by Mayor Tommy Allegood and the board of aldermen he served with. The district consists of numerous smaller projects, including the removal of substandard residential properties and government housing. These were replaced with high-quality subsidized housing for low-income seniors.

The surrounding development of new parks, trails and businesses, as well as the preservation of local Black historical landmarks and the expansion of public art, has significantly impacted the community.

These efforts have increased Acworth’s vibrancy and economy, as well as educational and cultural opportunities for residents.

COVINGTON: Covington is rapidly transforming from a small rural town into a booming metropolitan area. Recognizing the immense growth, City Manager Scott Andrews prioritized creating a Community Engagement Initiative to help bring residents together, increase participation

in local government and enhance the community. The initiative has resulted in programs including police review boards, a sustainability task force, a public art initiative (PAINT) and a diversity task force.

Measurable achievements from this initiative can already be seen through efforts like those in the PAINT program, where residents added to the aesthetic vibrancy of the community by painting fire hydrants and electrical boxes.

MOULTRIE: Like most municipalities, Moultrie has its share of vacancies and blight. Over the last several years, local leaders have used the Downtown Revitalization Initiative to breathe new life into the city, and their efforts have resulted in multiple completed projects, dozens of new businesses and thousands of positively impacted citizens.

City leaders partnered with representatives from Colquitt County, the Downtown Development Authority, Downtown Moultrie Tomorrow and the Downtown Moultrie Association, all coming together to create a revitalization plan. Successful projects include a series of pocket parks, a nine-block outdoor speaker system, the restoration of two parking areas and the transformation of a vacant, dilapidated house into an outdoor breezeway.

As part of the revitalization effort, Moultrie created the EDGE program, standing for Encouraging Development and Growth Efficiently. The goal of the EDGE program is to benefit those interested in creating, expanding or developing their business. It was initially designed to encourage downtown growth but has been expanded citywide due to its popularity.

ACWORTH

TYBEE ISLAND

CANTON LAWRENCEVILLE

Large Cities MACON-BIBB COUNTY: On Christmas night 2020, two homeless men died from sleeping out in the cold. Lester Miller, Mayor-elect at the time, asked staff to find out what happened and come up with a solution, promising to do whatever was necessary to prevent a similar occurrence from happening again.

More than 30 offices, agencies and organizations came together to develop the Brookdale Warming Center. On New Year’s Eve, the mayor, public works department, commissioners and many others began preparing a site donated by the Bibb County School District. The facility opened for use on Jan. 6, 2021, less than two weeks after the Christmas tragedy.

The Brookdale Warming Center has served more than 600 people, with up to 140 individuals staying there at one time. The center is open to those without homes and those without adequate heat in their homes.

CANTON: Canton has grown rapidly over the past 20 years, putting pressure on the need for new housing, commercial development, historic preservation and strategic planning. The city’s mayor and council responded by developing a plan in language that all residents could easily understand and quickly read.

Canton’s Roadmap for Success outlines the community standards through which all projects, programs, developments, budgets and ideas can be found. It creates a framework for planning, a guide for troubleshooting and, quite simply, a map for moving forward.

Citizens, customers, volunteers and city staff offered input that helped shape the plan. The document represents a collective

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agreement and promise to all Canton residents and businesses, and each development that comes to Canton must meet requirements structured around the plan’s central principles. Each budgetary expense is reviewed as a resource allocation to determine the biggest win for the community. Appointments to citizen boards and commissions are examined to ensure they bring diversity, inclusivity and an understanding of the plan.

LAWRENCEVILLE: Lawrenceville’s Summer of Impact is a partnership between the local government, high schools and nonprofit Impact46.

The program intends to provide an opportunity for every student to discover their purpose, passion and influence through youth-focused leadership development, enrichment opportunities and community engagement.

In the program’s three years, nearly 50 interns have gone through the program.

The Summer of Impact was designed to transform students’ lives and the city itself through strategic internships that help decrease the opportunity gap, expand young leaders’ social and professional networks and involve the community by employing rising juniors and seniors from Central Gwinnett High School and Discovery High School Each summer, the interns design a Community Impact Plan identifying local needs and potential solutions. Students recently created an initiative to better local neighborhoods by planting gardens, installing privacy fences and beautifying entrances.

By building students’ professional and social networks, the program’s goal is to improve graduation rates and post-secondary education enrollments.

Newly Elected Mayors With the recent Georgia elections, more than 75 new mayors are now in office and actively serving their communities.

TO HELP WELCOME THEM INTO THEIR NEW positions, GMA hosted a series of Newly Elected Mayor Roundtable meetings across the state. Each meeting provided an opportunity for them to gather around the table and hear from experienced mayors who serve in their area while also learning about the resources, services and training opportunities available through GMA. Information was shared on topics such as building effective relationships with city council and staff, presiding over an orderly council meeting,

understanding your city charter and working with the media. This open discussion allowed for questions to be asked, advice to be shared, and networking amongst the participants and GMA staff.

To learn more about how GMA can assist your community, visit www.gacities.com

Leesburg Perry

Helen Douglas

January/February 2022 | gacities.com 43

TOWNS & THE LAW

Buckhead City

A Redistricting Nightmare

BY EMILY HIRST

While there are many significant concerns surrounding the proposed new city of Buckhead City, one stands out as particularly intractable.

WHAT WILL HAPPEN TO ATLANTA City Council and Atlanta Public School districts located in whole or in part within the proposed Buckhead City’s boundaries, and how will this affect the remaining districts?

Cityhood for Buckhead City would force a redrawing of Atlanta city council districts just months after elections were held. It would likely oust several recently elected city council members from office, and wipe out all or parts of three Atlanta council districts.

While the 2020 Census will assuredly require some

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redistricting changes, those changes would not take effect until the next regular election cycle. The shifts necessary to accommodate the cityhood of Buckhead would be far more problematic because they would certainly require new elections just months into the terms of the Atlanta City Council.

Georgia state law, in Code Section 1-3-11 provides that “[n]o office to which a person has been elected shall be abolished […] unless the same shall be approved by the people of the jurisdiction affected in a referendum […]” This statute was interpreted by the Georgia Supreme Court in the 1994 case of Lee v. City

of Villa Rica, which confirmed that a district cannot be new city council and school districts would also be eliminated without a referendum. needed to address these and other issues.

This leaves two options. The first is to redraw all Buckhead City’s proposed legislation is expected the districts in Atlanta to reapportion the city based on to be considered by the legislature this year. If successthe new boundaries. This would be hugely disruptive, ful, there would likely be a referendum on the Nov. 8, necessitating citywide elections less than a year since 2022, ballot in which only Buckhead residents would elections were held in late 2021. The second option be given the chance to vote, even though the legislawould be to eliminate just the districts in Buckhead. As tion would significantly impact the remaining residents this would eradicate three council districts, following of the city of Atlanta. If that proposition passes the new Lee, an Atlanta-wide referendum would be necessary city would be created, but these issues, and many to authorize the abolition of others, would likely remain those districts. It seems ununresolved. Referendums, “The shifts necessary to accommodate the likely that such a referendum elections, and an avalanche cityhood of Buckhead would be far more would be successful, but of litigation could follow. problematic because they would certainly even if it were, there would A few years ago, legisrequire new elections just months into the still be the necessity of a relation to deannex a portion terms of the Atlanta City Council.” districting of the remaining of Stockbridge and create districts because two of the a new city of Eagle’s Landthree eliminated districts would be partially outside of ing was enacted, though the referendum failed. This the proposed Buckhead City and those voters would year we will see legislation concerning the proposed still be city of Atlanta residents, otherwise not located Buckhead City issue. It remains to be seen whether the in a then existing council district. If the referendum legislation will pass and, if so, whether the referendum fails, then what happens? Both these options are unwould be successful. We are already seeing informawieldy, costly, and would likely lead to litigation. tion that some people may want to do the same thing Usually, cities draw their own districts. However, in Athens. If cities do not unite to fight these attacks, the General Assembly does have the power to unilaterwe have to ask, will your city be next? ally redistrict any Georgia city. If the legislature pursues a new Buckhead City, companion legislation declaring

January/February 2022 | gacities.com 45

FEDERAL FOCUS

How Cities Are Putting COVID Relief Funds to Work Last spring, Georgia’s cities were awarded nearly $1.4 billion in American Rescue Plan Act (ARPA) State and Local Fiscal Relief Funds.

THE U.S. TREASURY DEPARTMENT, WHICH administers these funds, released its Final Rules for the program in early January 2022; until that time, recipients were asked to use Treasury’s Interim Final Rules to determine eligible uses of the funds. Since recipients have until the end of 2024 to obligate funds, many cities are still working through the planning process to determine how they will spend their ARPA allocations.

Many are curious to learn about how their peer cities are using ARPA. This month, GMA is highlighting two cities’ approach to budgeting ARPA SLFRF.

Peachtree Corners In September 2021, the city of Peachtree Corners launched four grant programs to assist small businesses and non-profits whose operations were severely impacted by COVID-19.

“Soon after the city received its first tranche of funds, Mayor Mike Mason and city councilmembers made clear their desire to use the bulk of the city’s funds to support the local economy, including small businesses and nonprofits, to get back on their feet,” said City Manager Brian Johnson. “They approved a

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resolution establishing general parameters for the program and authorized the city manager to develop the details for a clear, well-thought-out mechanism to distribute funds consistent with Treasury guidelines.”

City officials invited input from community members to understand the greatest areas of need. The city manager and finance director then worked with an independent grant writing company to develop an online application process for nonprofits and small businesses to apply for grant funds to support capital and or operating costs.

“So far, feedback from the community has been great,” Johnson said. “We are completing final reviews now and based on what we’ve learned and the success of the program, we plan to offer another round with the city’s second tranche of ARPA funds.”

For more information about the city’s grant program visit their website at peachtreecornersga.gov

Douglas The influx of federal dollars to cities through ARPA brings great promise, but also great responsibility.

Every recipient must navigate balancing competing needs and demands for how these funds should be spent and decide whether to use the funds to address short-term versus long-term needs.

Leaders in Douglas met the challenge by seeking public input, including surveying community members to gather feedback on how city residents and business owners thought ARPA funds should be spent. Based on the survey results, the city developed a spending plan that will address a concise list of key priorities around the public health and economic impact of the pandemic. The budget includes funds for premium pay for essential workers; an application process for grants to individuals and businesses; and a vaccine incentive program.

“We had to make some difficult decisions on how to spend these funds and it was critical for us to get public buy-in and identify four or five main areas where we could have the biggest impact within the provisions of the ARPA law,” said Douglas City Manager Charles Davis. “Ultimately, we came up with a measured, deliberate plan that addresses a variety of needs. The rollout is going great.”

Davis encourages all cities to engage in a formal planning process that includes understanding all

aspects of the guidance, including the terms and conditions of the grant, before finalizing a spending plan.

“We’re proud of the process leaders in Douglas have supported,” Davis said. “The work the mayor, council and city leaders have done over the past year serves as the foundation for a better future for our community.”

Treasury ARPA SLFRF Final Rule On Jan. 6, 2022, the U.S. Department of the Treasury adopted a Final Rule implementing the Coronavirus SLFRF. This long-awaited rule provides greater flexibility and clarification on eligible uses, including a list of enumerated uses for each eligible use category. The rule also allows recipients to elect a “standard allowance” of $10 million to spend on government services.

The Final Rule, overview, and additional resources are available on Treasury’s website. GMA will be providing training webinars leading up to the April 30, 2022 deadline for recipients to submit their Project and Expenditure Reports. In the meantime, please contact GMA Director of Federal Relations and Research Becky Taylor (btaylor@gacities.com) with any questions.

January/February 2022 | gacities.com 47

CITYLITES

Fairs and Festivals February 3-26 Shakespeare in the Ponce: Romeo & Juliet Atlanta February 4 First Friday Brunswick February 4-6 Groundhog Day Jugglers Festival Atlanta February 5 Poetry in Motion-Black History Month Decatur Winter Reptile and Exotics Show Marietta February 6 Freedom Dreamers Black History Month Pop Up Shop Riverdale February 11 Georgia History Festivals Georgia Day Parade Savannah

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February 12 Atlanta Oyster Festival Atlanta

February 17-20 Savannah Book Festival Savannah

3rd Annual Black History Month Parade & Celebration Thomasville

February 18 Ceramic and Fired Arts Show Lawrenceville

Suwanee Saturday Farmers Market Suwanee

February 24-26 Georgia National Rodeo Perry

February 12-13 Revolutionary Days Washington February 14-20 Trees Atlanta Celebrates Georgia Arbor Day Atlanta February 16-27 Atlanta Jewish Film Festival Atlanta February 17 Third Thursday Farmers Market Flowery Branch

February 25 Mardi Gras Festival and Parade Saint Marys Winter Antique and Artisan Festival Braselton February 25-26 Mardi Gras Festival & Parade Kingsland February 26-27 Publix Atlanta Marathon, Half Marathon & 5K Atlanta March 4 Rhythm & Ribs Festival Tifton

March 10-13 The Original Georgia Tribute Festival Brunswick March 12 St. Paddy’s Day Lawrenceville March 12-13 Valdosta-Lowndes Azalea Festival Valdosta Claxton Rattlesnake & Wildlife Festival Hagan Forsythia Festival Forsyth March 17 St. Patrick’s Day Shenanigans in Olde Town Conyers Conyers March 18-19 Wild Chicken Festival Fitzgerald March 18-20 Atlanta Home Show Atlanta

March 18-27 International Cherry Blossom Festival Macon March 19 Suwanee American Craft Beef Fest Suwanee The Great Hahira Pick-In Hahira

Conyers Cherry Blossom Festival Conyers Wing & Rock Fest Canton March 26-27f Brookhaven Cherry Blossom Festival Atlanta

St. Patrick’s Arts and Crafts Festival Dublin

April 1-2 SwampFest Waycross

March 24-April 9 Savannah Music Festival Savannah

April 2-3 Spring Festival on Ponce Atlanta

March 25 Fire Ant Festival Ashburn

Acworth Art Fest Acworth

March 26 Peanut Proud Festival Blakely March 26-27 Mulberry Street Arts & Crafts Festival Macon

To place a free Fairs & Festival listing contact gacities@gacities.com.

Please submit listings at least eight to ten weeks ahead of publication date.

January/February 2022 | gacities.com 49

GEORGIA GEMS SWEETWATER CREEK STATE PARK ONE OF THE MOST VISITED PARKS IN THE STATE is located just 15 minutes west of Atlanta in Douglas County. Sweetwater Creek State Park boasts 2,549 acres of hiking, water sports, camping and natural history.

A 15-mile trail system takes hikers along the creek, through forests and across fields. The popular Red (History) Trail leads to the ruins of the five-story New Manchester Manufacturing Company, a textile mill that burned during the Civil War. Walkers can observe the variety of plants along the trails and many species of birds throughout the park. The visitor center offers information about guided hikes of the interior of the mill and informative hikes throughout the park.

In addition to five tent campsites, the park offers “glamping”— an upgraded, more comfortable camping experience — in 10 heated yurts. Yurts are like permanent tents made of wood and canvas. They accommodate up to six people. Sweetwater Creek State Park is just one of the six state parks to offer yurts.

During warmer months, a variety of outdoor aquatic activities are available at the 215-acre George Sparks Reservoir located within the park. Though swimming

is not allowed, visitors can rent fishing boats, pedal boats, kayaks and other types of paddlecraft. For fishing on the docks, fishing supplies can be purchased at the nearby bait shop. Sweetwater Creek participates in the Georgia’s Park Paddlers Club, which encourages paddlers to visit waterways at the 32 participating parks.

The award-winning visitor center is one of the “most environmentally responsible buildings in the country,” according to the Georgia Department of Natural Resources. The building is integrated into the hillside, has a partially landscaped roof, and features innovative water and energy conservation strategies.

Looking for a unique meeting space? State parks spokesperson Kim Hatcher recommended the meeting room in the back of the visitor center. The room seats up to 40 people and includes audio-visual equipment. Groups can also reserve a large, enclosed group shelter or open-air picnic shelters for meetings. Please contact the park for rates or visit gastateparks.org/ EventRooms.

For additional information, visit gastateparks.org/ SweetwaterCreek.

Photo credit: The Georgia Photography Fanatic

TOGETHER, WE CAN BUILD AMAZING THINGS. As your communities keep growing, Crews & Associates is here to help finance the projects that keep them going. Water systems, road improvements, parks, community centers, aquatic facilities and more – we’re ready to help your vision for your city come to life. Contact us today and see what Crews can do for you.

Tony King

404.992.0707 tking@crewsfs.com

Member FINRA & SIPC

crewsfs.com

Most Influential Georgians Union City Mayor Vince Williams, GMA Immediate Past President Atlanta Mayor Andre Dickens Augusta Mayor Hardie Davis, Jr. Savannah Mayor Van Johnson II GMA Executive Director Larry Hanson

CONGRATULATIONS! To the Georgia’s Cities Leaders Named by Georgia Trend as 100 Most Influential Georgians

Notable Georgians LaGrange Mayor Jim Thornton, GMA President

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